The case of the Pleasant Ridge Board of Education and the Pleasant Ridge Classroom Teachers Association (PRCTA) is to negotiate the teachers’ concerns and to determine the terms and conditions of the school’s teachers in the new contract. The two parties are bargaining to resolve the problems and to reach for good settlement. So, It is worthy to mention that collective bargaining outlines most of school districts’ education policy like how to allocate resources and assigning teachers to schools and classes. While bargaining is a district-level endeavor, it follows the state laws of collective bargaining. (Rotherham 2006, Collective Bargaining in Public Education)
In general, “Collective-bargaining refers to the continuous process in which representatives of the employer (government) and employees (the union) meet jointly to establish the terms and conditions of employment for workers in a bargaining unit.” (Kearney 2009, 88) Bothe parties should meet and confer in good faith.
To start the collective bargaining process, both parties shall review the previous contract to set an agenda of the important things need to be negotiated, take an initial position and set proposals. (Kearney 2009, 116) The school board of education can set its initial bargaining position by “examining grievance files, the scope and coast of benefits, wage surveys, and practices in other departments or agencies.” (Kearney 2009, 117) In case, collecting some data of the school’s financials and budget help in determining its position. About 5000 students are enrolled in kindergarten through 12th grade in Pleasant Ridge School this year with an annual increase in enrollment by about 10% with 250 teachers available. The school budget funding comes from two res...
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...be the prevailed position under the final offer package. There wont be any permitted compromise by the arbitrator. “Under the package final offer the parties will have an incentive to settle about out of fear that even one issue position perceive to be extreme by the arbitrator will result in rejection of the entire last offer and sudden death.” (Kearney 2009, 278) In the case of the PRCTA and the school board, both sides should offer reasonable position and sensible requirements. The uncertainty of the final offer package creates awareness and fear of losing everything in the favor of the other party and encourages them to avoid unreasonable position during negotiation. For example: the PCRTA can settle offer 5% increase in salary, a reduction in maximum class size from 30 to 27 in elementary grade K-6, and the granting of tenure after the third year of teaching.
To conclude this analysis on the basis of the labor’s extensive history, Sloane & Witney (2010) propose, “it is entirely possible that labor’s remarkable staying power has been because of the simple fact that to many workers, from the nineteenth century to the present, there really has been no acceptable substitute for collective bargaining as a means of maintaining and improving employment conditions” (p.80). In the end, it is important to anticipate unions and employers presently work together to find solutions that will enhance collective bargaining strategies and practices to serve the interest of both parties.
A short clip of a Milwaukee high school classroom displays students playing games, sleeping, and teachers lounging at their desks reading newspapers. The response in Howard Fuller interview displays the aggravation, disappointment, and ferocity against the actions of these teachers. Fuller fired those teachers but then forced “to rehire them with a year’s back-pay because of a provision in the teachers' contract called “tenure””, a specification by teacher unions. (Tenure is a status granted to an employee indicating that the position o...
Education in our nation is in crisis, and in order to confront the problem we need to tackle it at the center. We need to target school boards; they control funds, education, and more or less the community. With school boards these days being counter-productive, there seems only one way to solve the problem. Get rid of school boards across the nation and provide each school with its individual power much like private schools, or initiate the creation of a nation-wide school board. With the whole nation on the same page, maybe together we can help save education, and ensure the future of our country. Only until something is done to school boards will there be a positive, productive change towards education.
Teachers’ strikes seem to occur whenever satisfactions are not met in the contract. Whether it happened in recent times or many years ago, salary improvement has always been the number one issue. The American Federation of Teachers (AFT) and the National Education Association (NEA) think that teacher’s salaries are lower than other workers in other private companies, the service, or some of the organizations. Government reduced the budget of the education through cutting down the salaries and dismissing a number of employees.
School funding for public schools has collectively been cut by $7.6 billion since 2002, forcing schools districts in Georgia to a tipping point. The 2001 recession had a major effect on Georgia’s fiscal condition, which consequently had a major effect on the financing of K-12 education in Georgia. School budgets are used to describe a district’s plan for the upcoming year as pertaining to anticipated revenues and expenditures. Each district’s budget heavily relies on the amount of money they receive from the state’s general fund and since that number has significantly dropped in recent years schools are not able to provide the best education for our students. The budget for public schools in Georgia should be increased because teachers are losing their jobs and schools are being forced to eliminate valuable programs that are instrumental in the education of our youth.
This means that a group of workers can unite to gain more power and leverage in bargaining. The bargaining process may include many aspects but usually consists of wages, benefits, terms and conditions of employment. The notion of union came about in the 1700's. In the beginning, as it is today, workers united to "defend the autonomy and dignity of the craftsman against the growing power of the company" (Montgomery). These early unions had many names including societies, social societies and guilds.
Despite attempting to predict the eventual outcome of the negotiation, I did not anticipate the confrontations between Local H-56 and the management of Hotel Zinnia. Although they initially agreed to engage in integrative bargaining, the union and management subsequently entered an intense negotiation. When Local H-56 presented its proposal of wage increases and health insurance, management immediately responded with a counterproposal that surprised the union. Both the union and management eventually behaved confrontationally, accusing each other of bargaining unreasonably and focusing on the trivial aspects of the negotiation. Moreover, as the union and management felt increasingly frustrated, they suffered from a lack of unity in their teams. The union could not fulfill its objectives because its lead negotiator prevented other team members from contributing to the negotiation. On the other hand, several team members of management struggled to assert their authority as the lead negotiator. After observing these issues, I ultimately believe that the union and management failed to achieve their individual objectives. Moreover, by approaching the negotiation with a zero-sum strategy, I assert that the union and management failed to reach a mutually beneficial contract. At the same time, both sides of the bargaining table lacked cohesive teams and therefore struggled under the pressure of the negotiation.
The superintendent and principal are stymied in their efforts to reach a compromise as Mrs. Durnitz refuses to change her position that the policy must be followed to the letter. She appealed to the teachers’ association for support when it appeared that the administration and board might not uphold her position. The local newspap...
Lewicki, R. J., Saunders, D. M., & Barry, B. (2005). Negotiation, Fifth Ed. New York, NY: McGraw-Hill Irwin.
"The Single Salary Schedule for Teachers in K-12 Public Schools." Department of Economics (2002): 1-18. Print.
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
In closing, the fundamental process of distributive bargaining is to reach a settlement within a positive bargaining range (Lewicki et al (2011) and I was successful. In this negotiation, both parties were received well and the negotiation was a successful concession for both. As the HR Director I was as able to verbally discuss my passion statements for Mr. Tech to see I was committed with ensuring his success with
A collective bargaining agreement collectively sets the terms on which an employer offers individual work contracts to each of its employees in the bargaining unit. A bargaining agreement, also herein referred to as a labour agreement, is a legally enforceable written commitment, which states the rights and duties of all parties involved. The labour agreement should be made in good faith and is intended to be observed and not violated. The National Labour Relations Act obligates employers and unions to bargain in good faith concerning terms and conditions of employment, including hours and wages. Like any normal contract, competent parties must enter into a labour agreement. However, a labour agreement is unique from other legal contracts in that there is no consideration involved and nothing tangible is exchanged. Many, but not all, unions require formal ratification of a new labour contract by a majority membership acceptance, which is determined through vote by the members. Until majority approval of those voting in a ratification election is received, the proposed labour contract is not final. While each labour agreement is unique to the needs of an organization and its employees, most agreements include five issues: (1) Management Rights, (2) Union Security, (3) Wages and Benefits, (4) Individual Security (Seniority) Rights, and (5) Dispute Resolution. Management Rights “Management” is the process of working with people and resources to accomplish organizational goals by making the best possible use of money, time, materials and people. The management process, when properly executed, involves a wide variety of activities including planning, organizing, directing and controlling. It is management’s role to perform all of these functions in order to maximize results.
Management and Collective Bargain Process in the Public Sector, Using the events in Alameda City. Public Sector Administration Journal, 18, 120-178.
Collective bargaining may happen in several kinds of fields, ranging politics to sports. It allows appropriate settlement of disputes and issues that benefit both parties involved, producing a result that is not one-sided. Collective bargaining is “the negotiation of wages and other conditions of employment by an organized body of employees” (Beal, Wickersham, & Kienast 5). Four issues that are probable components of a collective bargaining agreement are: